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Strategic Plan 2012 - 2014

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Strategic Plan 2012 - 2014 City of Greater Sudbury STRATEGIC PLAN 2012 - 2014 Shaping Our City’s Future Strategic Plan 2012 - 2014 1 Message from Mayor Mayor and Council Marianne Matichuk Changing The Way For Our Future ast year I invited Council to gather together to discuss our priorities and commitments and to take a look at where we want to see Greater Sudbury today Land in the future. We came from those meetings with the understanding that we want to work together to see our City move forward. Create jobs and opportunities so our young people don’t move away, diversify tourism, enhance our infrastructure including working with the private sector to assist with building a multi-use centre. Throughout the discussions it was evident that we all have a sense of pride for our community and our image. We agreed that there is more work to be done on enhancing our image and letting the world know that Sudbury has grown and changed and Greater Sudbury is a healthy, green community full of opportunities. I want to thank Council and our Senior Management Team for their participation in making our priority sessions a reality and to our volunteer guest speaker Mr. David Tsubouchi and moderator Karen Gordon who led us through this collaborative approach. As we see these projects and ideas come to fruition we can be proud of the work that we have done. Together we can ensure that Greater Sudbury is the best place to live, the best place to work and the best place to play. Thank you | Merci 2 City of Greater Sudbury Strategic Plan 2012 - 2014 3 Executive Summary Message from CAO Doug Nadorozny The strategic plan 2012-2014 reflects the vision mission and values of the City of Greater Sudbury. This document is a plan for the next two and a half years but, more than that, it is a promise The strategy will take merging opportunities will continue to enable great things to happen from the past and a vision of our future. All actions contained in this strategic plan are in line in Sudbury. The focus and intention of Council and the City toward key priorities will with our organization’s vision, mission and values. The principles on which these actions are contribute to great outcomes for citizens and the community as a whole. based are principles that we have been proudly supporting for many years: environmental sustainability, infrastructure renewal, a positive economic environment The 2012-2014 Priorities of City of Greater Sudbury Council are; and a healthy community. 1) Infrastructure Thank you to the dedicated staff who took Council’s vision and developed a road map to • Maley Drive guide us through the next several years. The actions we will take in support of Council’s • Industrial Lands vision are achievable. I know each and every one of us is working, every day, on many • Ranking of Roads for Investment projects that will shape our city’s future. I look forward to making each goal a • Master Plan Water and Wastewater reality with you. 2) Growth and Jobs Doug • Development Opportunities i.e. Ferrochrome Processing Refinery • Minimizing Red Tape for Developers/Development • Promotion of Trades 3) Image • Community Profiling • Rock of Fame • Enhancing Communications 4) Tourism • Increased Multi-Use Space, Convention Centre • Tourism Tagline • Amphitheatre • Bud Car/Tourism Train • Motorsport Park 5) Healthy Community • Promoting Sudbury as a Healthy Community • Therapeutic Pool 4 City of Greater Sudbury Strategic Plan 2012 - 2014 5 Guiding Principles Vision Mission Statement We provide excellent access to quality municipal A growing, world-class community bringing talent, services and leadership in the social, environmental technology and a great northern lifestyle together. and economic development of the City of Greater Sudbury. Values As stewards of the community, we: Greater Sudbury in relation to Southern Ontario Cities • provide high quality service with a citizen focus Greater Sudbury vs. • manage the resources in our trust efficiently, Southern Ontario Cities responsibly and effectively • encourage innovation and accepting risks • maintain honest and open communication • create a climate of trust and a collegial working environment • act today in the interests of tomorrow The City Greater Sudbury is centrally located in Northeastern Ontario at the convergence of three major highways. It is composed of a rich mix of urban, suburban, rural and wilderness environments. It is also a vast community - the City is 3,267 square the size of a southern Ontario municipality. Greater kilometres in area, making it the geographically Sudbury is also a multicultural and truly bilingual largest municipality in Ontario and second largest community - over 27 percent of people living in the in Canada. The City of Greater Sudbury is a regional City reported French as their mother tongue in 2006. centre, serving residents from across Northeastern Almost 39 percent of people identify themselves as Ontario. The City of Greater Sudbury is a community being bilingual. Italian, Finnish, German, Ukrainian and of communities which reflects historic settlement Polish are the top five non official languages spoken patterns and has resulted in a low (or enviable) in the City. More than 6 percent of people living in the population density when compared to other City are First Nations. municipalities. The municipality is responsible for providing services across a geography many times 6 City of Greater Sudbury Strategic Plan 2012 - 2014 7 Opportunities • Northern Growth Plan • Environmental stewardship • Partnerships and leveraging opportunities • Human services integration • Private sector growth and investment in the • Business intelligence – analytics and infrastructure community (job creation) • New investment and human capital • Global economic engagement • Vibrant Francophone and First Nation populations • Resource rich economy and environment • Strategic use of financial resources and assets • Social inclusion and accessibility priorities • Green initiatives and energy efficiencies • Public participation and engagement • Regionalization of sports, tourism and health • Social media Business Continuity The action items identified as supporting the strategic priorities of Council 2012-2014 complement the continuous business and community development direction of Council throughout their term. Other large-scale initiatives are underway, including the Downtown Master Plan, the redevelopment of Market Square, new biosolids facility and a new School of Architecture. A staff of over 3000 individuals apply their talent, technology and skills to supporting Council in its strategic direction. Environmental Influences Four key planning documents that guide the strategic thinking of the City are: Healthy Community Official Plan Strategy Coming of Age in Long Term the 21st Century - Financial Plan Digging Deeper 8 City of Greater Sudbury Strategic Plan 2012 - 2014 9 Revenue 2012 Operating Budget Revenue Expenditures $486,187,163 $486,187,163 Road Construction Taxes User fees and Maintenance Growth and Developement Grants Other revenue Police Services Administrative Services Emergency Services Greater Sudbury Transit Health and Social Services Recycling and Garbage Citizen and Leisure Services Outside Boards 2012 Capital Budget Toward Fiscal Funding Sources Allocation Sustainability The City of Greater Sudbury’s municipal budget rests on building blocks for fiscal sustainability: revenues to match expenses, capital renewal, preservation of municipal services, and moderate levels of property taxation. With a low debt load, the City has a healthy financial position. The City manages an operating budget of $486 The City’s capital budget of $96 million is dedicated million, which is dedicated to day-to-day operations, to one-time expenditures and projects such as road $95,814,618 $95,814,618 including programs and services in more than 30 construction, recreation facilities, building upgrades, diverse sectors. equipment renewal and replacements. Capital envelopes / tax levy Federal & Provincial grants Infrastructure Administrative Service Reserve funds & development charges Internal financing / Community Development Healthy Communities Initiative future envelopes Growth and Development Police Services Emergency Services 10 City of Greater Sudbury Strategic Plan 2012 - 2014 11 Priority #1: Infrastructure The City of Greater Sudbury encompasses the needs of residents. There is a widespread recognition largest area of any municipality in Ontario, that, as in all communities in Northeastern Ontario, covering 3,627 square kilometres. This widespread aging infrastructure poses significant challenges to and geographically diverse service includes 3,560 municipalities who must repair and maintain it. lane kilometres of road – which, end to end, Of the $96 million capital budget, almost $37 million is would more than cover the distance to dedicated to capital road investments. Atlanta, Georgia. The four main projects to support infrastructure as Greater Sudbury City Council allocates funding a priority in the next two years are: through its capital envelopes to develop and • Maley Drive extension; maintain the necessary infrastructure that will • Preparation of industrial lands for development; promote economic growth and meet the social • Ranking of roads that require investments; and • Mater Plan water and wastewater The City of Greater Sudbury has committed to the following projects and actions: Ranking of Roads Master Plan Industrial Lands Maley Drive for Investment Water and Wastewater Continue
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